Complex Project Management: Analysis of Causes, Issues, Tools

This essay provides an in-depth analysis of complex project management, exploring its definition, causes, and the environmental factors that contribute to its complexity. It examines key complexity models like the Goals and Methods Matrix and Stacey’s Agreement and Certainty Matrix, differentiating between simple, complicated, and complex projects. The essay discusses the issues and implications arising from complexity, including its impact on organizational culture and project performance. Furthermore, it identifies and analyzes various tools and techniques that project managers can use to effectively manage complex projects, emphasizing the importance of adapting to dynamic environments and fostering creativity within project teams. This document is available on Desklib, a platform offering a wide range of study tools and solved assignments for students.

Running head: COMPLEX PROJECT MANAGEMENT
Complex project management
Name of the Student:
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Table of Contents
1.0 Introduction................................................................................................................................2
2.0 Defining project complexity......................................................................................................3
2.1 Analysis of key complexity models.......................................................................................4
3.0 Separating simple, complicated and complex projects..............................................................7
4.0 Causes of project complexity...................................................................................................11
5.0 Issues and implications in complex projects...........................................................................13
6.0 Tools and techniques to manage project complexity...............................................................16
7.0 Conclusion...............................................................................................................................19
References......................................................................................................................................21

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1.0 Introduction
The paper is based on analyzing the aspects of the project complexity with in-depth
understanding of faceted phenomenon by analyzing different ways that the researchers had
elucidated and its possible suggestions for the project management performance. The paper
mainly reflects on the causes, properties as well as environment of complex projects (Ahern,
Leavy, & Byrne, 2014, p.1372). The paper is proposing multiple definitions of complex project
and theories around the project complexity. The research is supported of causes associated to
project complexity.
The concept of project complexity is continued to dominate the modern day research into
the project management, it is evidenced by increasing the total number of complex projects as
well as programs those are being managed (Cooke-Davies, 2011). This paper is based on
examining various aspects of the complexity into the project management with focus on
definitions, causes, impacts along with management tools.
The environmental factors and properties are contributed to the project complexity. In
this particular study, various tools and techniques are analyzed to aid the project managers for
managing the compound projects. It is found that the paper mainly elaborates causes, properties
that are mainly associated with the complex projects (Eriksson, PLarsson, & Pesamaa, 2017,
p.1514). It is found that number of articles is reviewed in order to recognize tools and techniques
that are utilized by the development manager for managing complex projects. In addition to this,
the paper also elaborates number of theories as well as ideas that are associated with complex
project management.

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2.0 Defining project complexity
Svejvig and Andersen (2015, p. 279) stated that project complexity is state and quality of
being difficult where complex is definite as interconnecting parts. Kerzner (2017, p.143)
proposed that project complexity is consisted of wide-ranging unified parts and operationalise
based on separation along with interdependency. Lee et al., (2017, p.143) offered that project
complexity is a measure of difficulty to execute complex production processes. Complex
projects are termed as complex because of size of budget and team, engagement of stakeholder,
as well as impact of dedicated teams performing project from one to five years. The project
complexity has no such boundaries from smaller to larger projects. Klein, Biesenthal and Dehlin
(2015, p.268) discussed causes of project complexity such as lack of awareness of the project
events, rapid rate of the changes, existence of interdependencies and incapacity to pre-evaluate
the actions. The project managers are required to focus on personal development to overcome
with the project challenges. They are required to increase knowledge in leadership as the
worldwide market is continued to turn into complex. Mottaeva (2017, p. 012124) argued that
project complexity brings changes in the organizational culture, business processes and
strategies, communication channels and project methodologies.
According to McKenna and Baume (2015, p.1477), project complexity generally creates
negative influence on the processes of project management particularly on the performance of
the project. When the project becomes complex, then it becomes one of the major reasons of
concern as it generally influences the various processes of project management. The project

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complexity helps in affecting evaluation, modelling as well as control on time, cost in addition to
value of the project.
2.1 Analysis of key complexity models
Hornstein (2015, p.287) proposed that in order to understand complexity of the projects,
the researcher is focused on complexity models. In order to determine purpose of the research, it
is required to analyze few models and inferences. The models are to be selected those are
relevant to the context of project management. The models are made for the project management
and alerted to solve the problems into change management context.
Goals and methods matrix
This project complexity model is classified based on two parameters such as how well
definite the project goals in addition to definite methods to achieve the goals. This model is
mainly used in the project for reflecting the importance of clear objectives and methods for the
project success. Goals and method matrix are mainly developed where fours different types of
project are identified. In type 1, the goals and objectives of the project are properly definite in
addition to the project manager generally plays a conductor within a project whereas in type 2,
the project goals are properly defined but the activities of the project are not appropriately
defined. In the type 2, the project manager act as a coach and the planning of the project must be
done properly in a rolling way when the information is properly available (Arashpour et al.,
2017, p.649). It is found that in Type 3, the project has both poorly definite goals as well as
methods. It is designed in life cycle stages along with responsibility of the project manager as
craftsman. Type 4 is not scoring on goals or methods. Research and development projects have

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that quality. For example, it is seen that a project based on development of product along with
construction are come under type 2 and type 1 project.

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Figure 1: Goals and methods matrix
(Source: Arashpour et al., 2017, p.651)
Stacey’s agreement and certainty matrix
The map for navigation into field of project complexity is termed as Stacey matrix. This
model is analyzed the project complexity into two dimensions such as degree of certainty as well
as level of agreements. This matrix shows of different zones such as close to agreement, close to
certainty. This particular region is division of simple projects anywhere decision making is
taken. The goal of this project is identification of right process where maximization of business
efficiency is done. Under far from agreement, close to certainty zone, coalition, compromise as
No
No
Methods well defined
Yes
Yes Goals well defined

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well as negotiation are utilized to solve the problems in complex projects (Keegan, Ringhofer, &
Huemann, 2018, p.121). Under close to agreement, far from certainty, the goal is that a strong
leadership is required whereas uncertainty into goals is caused changes which lead to rise into
structural complexity. Finally, under far from Agreement, far from certainty, this matrix is
focused on business changes. This particular model is used to choose among leadership
approaches for selected issues and problems. It is considered as one aspect to tackle the complex
project.
Complexity model
It is found that Baccarini suggested two components of complexity that includes the
element as well as interdependency of the elements. Third element is uncertainty. As uncertainty
leads to project complexity, therefore the project is viewed as dimension of the project
complexity. Browning andRamasesh (2015, p.53) pointed that complexity into the project
increases its complexity as part of causes of projects goes wrong. It is attributes to two causes
such as:
1. Relations among the product as well as project complexity is the first cause. As new
products are being developed, therefore it becomes complex. There is also superior
degree of the inter-element connectivity (Cooke-Davies, 2011).
2. Length of the project is another cause of project complexity. The projects are becoming
time constrained as there is enlarge wish to decrease instance towards the marketplace.
It is found that a project generally has the capacity of interacting with the environment that
generally helps in resulting in a whole which does not get understood by analyzing the various
parts of the project (Mir & Pinnington, 2014, p.203) This perspective generally helps in

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mandating that team members of the project should not be viewed mechanistically, controlled. In
spite of this the project team members must be viewed with much more influence as well as
engagement within the environment of project team for encouraging creativity, learning as well
as most significantly the adaptation. The latest theory that deals with the management of large
complex projects generally does not help in addressing all the significant characteristics of
complex as well as large projects (Ramasesh &Browning, 2014, p. 202). The theory of managing
complex project mainly reflects on number of factors. Embracing the utilization of modern
technology is helpful in delivering projects that is mainly accelerating due to the utilization of
correct technologies that generally can be considered to be helpful in delivering successful
projects.
3.0 Separating simple, complicated and complex projects
According to Trosman et al. (2016, p.1102), complexity theorist generally views various
types of project in a much different light that reflects that a project is nonlinear, dynamic. It is
found that a project generally has the capacity of interacting with the environment that generally
helps in resulting in a whole which does not get understood by analyzing the various parts of the
project (Cooke-Davies, 2011). This perspective generally helps in mandating that team members
of the project should not be viewed mechanistically, controlled. In spite of this the project team
members must be viewed with much more influence as well as engagement within the
environment of project team for encouraging creativity, learning as well as most significantly the
adaptation. Too and Weaver (2014, p. 1385) proposed that at the time of managing a
development projects, it is required to analyze simple, complicated and complex projects.
Following table shows a comparison of simple, complicated and complex project such as:

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Factors Simple project Complicated project Complex project
Definition This type of project is
easily knowable.
This type of project is no
simple but it is
knowable. It is referred
to level of components
into the system.
This type of project is
not totally knowable,
but it is predictable. The
complicated system is
referred to higher level
of difficulty.
Characteristics The simple project is
set of interrelated
tasks to execute within
specific time and cost.
The complicated project
has predictable outcomes
by initial state and
interaction with the outer
forces (Mok, Shen, &
Yang, 2015, p.446).
The complex project is
not constructed, whereas
it is grown.
Relations The simple project is
term as logical
relationship defined as
dependency among
two of the project
activities.
The IT project failure is
a complicated
architecture.
The complex project is
related to ambiguity of
the project goals as well
as method to deliver the
project.
Benefits The project is always
under time and
budget, therefore the
The project deliverable
is innovative and it
results to perform such a
The complex project is
easier to manage by use
of project complexity

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customer is satisfied.
It improves growth as
well as development
with the project team.
service which is required
to produce to finish
business process. It is an
outcome of project
action contributes
towards project meetings
on business objectives.
models. It manages the
complexity dimensions
which are present into
the project.
Disadvantages When a project
manager is hired into a
simple project, the
programs are become
costly and it is critical
to implement due to
lack of project budget.
As a complex project
involved with teams,
then the project manager
faces uncertainty as the
team’s performance is
not carry over other
teams.
Higher level of
ambiguity of project
goal as well as
uncertainty about
delivery methods are
difficult to manage into
traditional ways.
This paper shows the examples of some of the projects which are categorized as complex
projects. BP Horizon Spoil, the Macondo Well Project is a complex project due to complexities
into deep water operations; it creates a creative deep water oil field which was luxurious as
evaluated to shallow water oil drilling. According to Ford (2017, p.12), it is largest marine oil
spill which had taken lives of eleven people. Estimation level was 8-31% in larger volume than
past largest spilling of oil. After that disaster, the company emphasized personal safety along
with gain of important development. In the year 2009, BP has conducted an audit plan related to
safety issues. Chemicals into BP oil are the cause of disaster. In reservoirs, the natural gas level

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was high which had made drilling a challenge. Deep water drilling is profitable and also
technical (Lu et al., 2015, p.612). The Deepwater incident was result of poor planning,
inadequate management of risks and execution included with communication and crisis
management.
Brisbane New Parallel Runway project is a piece of infrastructure project which is
required to handle continued growth into the air travel which is occurred throughout Brisbane
airport. The runway construction is consisted to link between new parallel runways with
domestic as well as international terminals. The construction is done to access to the airport
facilities like general aviation terminal, plane spotter’s area and others. The project milestone is
an achievement of the project work (Williams, 2017, p.57). It is understandable that required size
along with complexity of documents is the main factors which challenge the project work.
People are bringing complex aviation project, therefore the project manager work to bring with
complex project to the life. The success of this project was driven by stronger leadership as well
as proper connectivity among the project stakeholders.
Channel Tunnel project is a complex project as this particular project took 20% longer
than planned and 80% over budget. The tunnel was not totally unprecedented. The issues which
caused delay resulted from three of the factors such as change into specifications of tunnel, lack
of communication among British and French teams and contract was bid by completion of firms.
The main aspect of this complex project was that lot of revenues are projected to drive existing
ferry operations out of the business (Svejvig & Andersen, 2015, p.279). The scope of this project
was related to develop of system for accommodating transfer of regular traffic throughout airport
sized terminals in new rail system. With those project management issues, it is noted that there